Human Resource Management in the Public Sector

not applicable.

The teaching of the curricular unit, has an eminently theoretical-practical character. Alongside the expository methodology, it will focus on active methodologies of text analysis, demonstration/analysis of real cases and simulation, using the respective practical instruments.

– Understand the relevance of the human factor in organizations.

– Know the human resources management activities and the respective need for organizational strategic alignment.

– Identify and understand the impact of the Portuguese public administration reform on HRM policies and practices in the public sector.

– Know objectives and practices of employer branding of private organizations.

–  Interpret and design processes of description and analysis of public sector functions.

– Know and participate in the conduction of recruitment, selection and integration processes of new employees.

– Recognize the centrality of performance evaluation, as part of the performance management process, interpreting the SIADAP, in order to be able to intervene in different phases/moments.

– Understand the relevance and practices of training, skills development and career planning in public administration.

1. Relevance, evolution and organizational framework of HRM

1.1. Introduction: The relevance of the human factor in organizations.

1.2. The evolution of the HRM function, anchored in organizational theories.

1.3. The New Public Management and the reform of the Portuguese public administration.

1.4. Contextualization of human resources management in the public sector.

1.5. Human resource management subsystems: The main functions, activities and objectives.

1.6. Strategic human resource management and the Harvard and Michigan approaches.

1.7. Competence management and job discriptions in public administration.

2. Recruitment, Selection and Integration

2.1. Types and sources of recruitment: BEP and CRESAP procedures.

2.2. Employer branding practices in the private sector.

2.3. Types and methodologies of job Interviews: traditional Vs behavioral and situational.

2.4. General characterization of job selection tests.

2.5. Final interviews and decision.

2.6. Onboarding new employees processes.

3. Performance Appraisal and Performance Management

3.1. The evolution of the evaluation concept and objectives: From appraisal to performance management.

3.2. Traditional appraisal methods Vs current trends.

3.3. SIADAP: Evaluation process and cycle.

3.4. Indicators and targets formulation.

3.5. Process implementation phases and evaluation cycle.

3.6. Job Interviews participation and conduction .

3.7. The personal development plan as an output of the process.

4. Training, Skills and Career Development

4.1. Professional training methods and typologies.

4.2. From the diagnosis of training needs  to the validation and evaluation of impacts.

4.3. Empowerment and coaching of people and teams.

4.4. Career management plans in the portuguese public administration.

4.5. Mobility and transfer of public interest.

NAO

The same bibliography mentioned above.